This essay talks about the stepping up the motivation levels of the company employees, in order to derive the best out of their workforce. This paper focuses on the approaches used by Ginsters and Nampak to enhance employee motivation, performance, and engagement amongst their respective workforces…
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The essay "Comparing Strategies: Performance Management in Action" analyzes the approaches used by Ginsters and Nampak to enhance employee motivation, performance and engagement amongst their respective workforces.
Ginsters, until 2004, ranked very low on the employer standings and struggled to maintain a balanced workforce of skilled workers from diverse backgrounds. The staff morale was poor and there was a feeling of mistrust amongst the various departments within the organization. Satisfaction levels dipped and so did the fitness levels of the Ginsters employees. The managing director of Ginsters, Mark Duddridge, realised that something had to be done to engage its employees in a more active lifestyle and therefore, committed to the investment in an ‘Active Workplace’ scheme for the benefit of Ginsters’ employees.
The case of Nampak was quite similar in the early phase of the new millennium, with very low employee morale and a highly non-cooperative, imbalanced work environment. In an employee satisfaction survey, a whopping 80 percent of Nampak employees mentioned that they would never recommend Nampak as a place to work. There were approximately 25 customer complaints per site, every month! Having executed various cost-cutting measures between 2001 and 2007, the then Operations Director, Eric Collins, realized the need to make a dramatic shift from the traditional mindset of “investing in machines and processes; not in people”. He understood that the company had to urgently change its corporate culture. and add value through its people (Smedley, 2011). This prompted the introduction of a new management program at Nampak! The approach of Ginsters was to utilize the concept of ‘health’ and ‘leisure activities’ as a creative means to enhance the social, cultural, environmental and economic quality of life of its employees (as individuals) and their families / communities. Ginsters’ ‘Active Workplace Scheme’ involved a whole range of sporting activities open to the workforce, including golf, kayaking, canoeing, surfing, skating, skiing, archery and deep sea fishing (Hudson K., 2010). This scheme was an extension to the company’s Training Academy, which developed employees’ language skills, learning skills and interests. Ginsters adopted a rather gentle, non-threatening and non-competitive approach to encourage its employees to participate in these activities. In order to encourage employee participation further, Ginsters funded the entire sessions for its employees in the first year. In fact, Ginsters continues to fund 50 percent of the programme even today and findings show that employee participation has not diminished in any way. Initially it was the employees who participated in the scheme; now employees even bring along their families for day trips! The company further stressed on their care for the health of its employees by offering free fruit in the canteen as well as diet and exercise plans for all. In addition, weekly activities were introduced such as badminton,
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